Intro: Tell anecdotal story Spend no more than 5 minutes on story
Implementing an EMS is a team effort. You can’t do it by yourself. Everyone has a role to play. Multiple parties will have responsibilities. If upper management (analogous to my wife) and the EMS coordinator don’t have a clear vision of the program’s goals it will probably not succeed (or you’ll end up with another dusty folder on a shelf). There is no Weuless Blvd! “ If you don't know where you are going , any road will get you there.” –Cheshire Cat, Alice in Wonderland I hope to encourage you by sharing some of my experiences in the past 24 months.
External Benefits: Community Relations Compliance Recognition
“ By 2013, McGraw-Hill Construction estimates today’s overall green building market to more than double, reaching between $96 -$140 billion
Approximately 15 minutes Misinformation Conflict with Existing Workload Lack of Employee Interest Lack of Communication Unrealistic Expectations Changes in Management Document Management
If someone tells you that your’re sitting on a chic and it turns out to be a puppy, you’ve been misinformed. Common examples: This is going to cost too much! We don’t have the people for this. We don’t have any compliance issues. We have too many compliance issues. My previous experience with EMS consisted of reviewing the ISO standard and quickly determining that I wanted no part of EMS. Misinformation is caused by a lack of leadership Get approval from management Select an EMS champion Build a team… you can’t do this by yourself. The team should consist of reps from various depts… (finance, customer service, operations, etc.)
When you ask your managers to do take on another project, some of them may act as if you’re asking them to do this… 1. Plan EMS meetings and implementation wisely. Hold Green-Star meetings immediately after pre-scheduled operations meetings. 3. Help EMS Team members delegate responsibility 4. Divide workload wisely among EMS members. Don’t rely on the most capable individual to do everything. 5. Take existing workload into consideration when planning. Set realistic goals for each term! 6. Keep it simple!
The shoe phone does not work! 1. Provide a written agenda for all regularly held EMS meetings 2. After a meeting, provide a written summary of all topics discussed including expectations for the next meeting 3. Provide a written description of responsibilities to all EMS Team members 4. Provide a list of goals for each term in writing Use email to document and provide a reference GS has to be a project that is aggresively managed Focus, Organize, and compartmentalize. Not everyone on the EMS Team needs to understand the minutia of the entire program Taylor your message for each team member? If you walk in with a 4” EMS binder at the first GS meeting… you will lose people Use NRMCA’s SMART guideline! Give your team members clear / concise goals and deadlines; give examples Don’t let your team members get bogged down / overwhelmed in the details. Follow-up
Signs that your team lacks interest in the program Yawning in meetings Texting during meetings Not paying attention Not completing assigned tasks Rolling eyes Strategies to address lack of interest: 1. Choose EMS team members wisely; if you can’t convert them, get them off the team. 2. During GS meetings make sure everyone is involved. 3. Everyone is expected to contribute 4. Discuss current progress at each participating facility and take notes 5. Do not simply give orders; ask for input and suggestions 6. Make an effort to use those suggestions to improve the program 7. Continually promote the positive aspects of the program at every opportunity 8. Acknowledge positive individual and team participation Always say “Thank You.” You’re not simply asking team members to show up… they must know that they are part of the team. Ask ops managers for problems that they have and look for ways of using GS to address it.
1. Make sure that management understands the goals and commitments associated with the program… Green-Star is not an award! 2. Green-Star is a marathon, it is not a sprint 3. Define long-term goals and expectations in writing before committing to participate 4. Develop an implementation plan and review it with upper management 5. Start slowly! Carefully select a few facilities in the beginning As you gain experience, expand the program You don’t have to stop everything and go in a different direction! Implementation should be as smooth as possible
Develop a solid program. The benefits will be self-evident. Be prepared with measurable results to demonstrate the effectiveness of your program; efficiency, compliance, or cost savings be prepared to show it. 2. Support for the program must come from the highest levels of management 3. Make Green-Star part of the corporate environmental policy. Indifference is not an option 4. When a new manager comes on board, make an effort to reach out to him/her regarding Green-Star
&quot;Success is the ability to go from one failure to another with no loss of enthusiasm.&quot; - Winston Churchill “ If you’re going through hell, keep going.” -Winston Churchill “ Never never never give up.” -Winston Churchill
Approximately 5 minutes
In pilot program AI installed bypass system on trucks in Illinois, Indiana, South Carolina and Colorado Reduced oil consumption by 3366 gallons in one year at participating facilities. The system: Reduce costs associated with oil changes Reduce amount of oil purchased Eliminate wear and tear on engines. Joel Nickel: “ The HEPO system is another step toward those goals, helping to reduce our carbon footprint and saving money by reducing our oil changes by two thirds.&quot;
“Aggregate Industries has improved compliance by 20% over the last 3 years”
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NRMCA Green-Star Program Strategies for Effective Implementation Presented by: Ryan Sewell Redi-Mix Concrete, a U.S. Concrete company